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Harvard Business School Publishing

Case Map for Robbins & Coulter: Management, 7th Edition

(Prentice Hall, 2000)


800-545-7685 (Outside the U.S. and Canada 617-783-7600) [email protected]

www.hbsp.harvard.edu/educators

This map was prepared by an experienced editor at HBS Publishing, not by a teaching professor. Faculty at Harvard Business School were not involved in analyzing the textbook or selecting the cases and articles. Every case map provides only a partial list of relevant items from HBS Publishing. To explore alternatives, or for more information on the cases listed below, visit: www.hbsp.harvard.edu/educators

Case Title Institution,

HBSP Product Number, Length, Teaching Note

Geographical and Industry Setting, Company Size, Time Frame

Abstract, Key Subjects

Chapter 1: Introduction to Management and Organizations

N/A Chapter 2: Management Yesterday and Today

N/A Chapter 3: Organizational Culture and Environment

JetBlue Airways: Starting from Scratch

HBS #801354 20p TN #801386

New York, NY, airlines, 950 employees, 2000

JetBlue Airways shows how an entrepreneurial venture can use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage. The major challenge faced by Ann Rhoades is to grow this people-centered organization at a rapid rate, while retaining high standards for employee selection and a small company culture. Considers the role of human resource management, leadership, and values in a start-up venture, and addresses the tension between a strong organizational culture and rapid growth.

The SAS Institute: A Different Approach to Incentives and People-Management Practices in the Software Industry

Stanford #HR6 17p

North Carolina; software; 5,000 employees; 1997

The SAS Institute is a large, growing software company headquartered in the Research Triangle in North Carolina. Founded more than 25 years ago, it has evolved a unique approach, given its industry, to developing and retaining talent including using no stock options or phantom stock and not paying its salespeople on commission. The CEO and Vice President of Human Resources must decide how well their current management practices will continue to serve them as the company gains greater visibility and faces an increasingly competitive labor market.

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Ben & Jerry's Homemade Ice Cream, Inc.: Keeping the Mission(s) Alive

HBS #392025 22p

Burlington, VT; ice cream; 330 employees; 1991

Ben & Jerry's is an anti-establishment, values-driven company that has become a successful venture. The dominant founder, Ben Cohen, is not an effective manager, but he brings creative marketing and product skills that have been important to the company's success. He also is controlling shareholder and the force behind the company's socially-minded culture. One of the many policies that have reflected Ben's values but which has created difficulty in managing the organization is the 5 to 1 compensation differential between the top and the bottom of the organization. Up to mid 1990, the company was operating in an explosive growth business with relatively weak competitors; this has changed by the time of the case in September 1990. The case opens as Chuck Lacy is taking over as president. He needs to decide what to do about the 5 to 1 rule and the related issues of Ben's role, and the value of the company's counterculture style. Students must consider the difficulty and importance of the general manager's responsibility in reconciling company values with commercial imperatives and to consider the effect of compensation policy on morale and organizational effectiveness.

Chapter 4: Managing in a Global Environment

Philips vs. Matsushita: A New Century, a New Round

HBS #302049 20p

Global, Europe, Japan, consumer electronics, 270,000 employees, 1970-2001

Describes the development of the international strategies and organizations of two major competitors in the global consumer electronics industry. The history of both companies is traced and their changing strategic postures and organizational capabilities are documented. Particular attention is given to the major restructuring each company is forced to undertake as its competitive position is eroded. Illustrates how global competitiveness depends on organizational capability, the difficulty of overcoming deeply embedded administrative heritage, and the limitations of both classic "multinational" and "global" models.

The Daimler Chrysler Commercial Vehicles Division

Stanford #IB27 24p

Global, automobiles, 416,000 employees, 1998

The day before Daimler-Benz would officially merge with Chrysler, Dr. Kurt Lauk, head of Daimler-Benz' commercial vehicles division (CVD) reflected on the organizational changes he had directed over the course of the previous two years to make CVD more competitive in an era of industry-wide globalization. To unite an extremely decentralized organizational structure at Daimler, Lauk initiated a worldwide reorganization and the integration of the company's

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manufacturing operations. He encouraged individual units within CVD to look for collaborative opportunities that would enable the division to realize global scale economies. Lauk was proud of his achievements but concerns overshadowed his satisfaction. Although the CVD was profitable overall, its Power Train Unit continued to lose money. In addition, Lauk was concerned about Daimler's progress in building adequate distribution channels in the Asian region. Finally, Lauk considered the impact of the merger with Chrysler on CVD and the general uncertainty concerning how a more centralized organization would affect the CVD.

Eli Lilly – 1998 (B): Emerging Global Organization

HBS #399174 15p

Global, pharmaceuticals, 10,000 employees, 1998

Examines major issues faced by Eli Lilly as it evaluates the appropriateness of a focused matrix organization with extensive use of cross-functional teams. Helps students appreciate the complexities of a global organization where product/functional/geographic knowledge must be optimized.

Acer America: Development of the Aspire

HBS #399011 20p TN # 300035

Global (United States, Taiwan), computers, $1.1 billion revenues, 1995-98

Follows the development, national launch, and global rollout of the Aspire, Acer's first new product developed outside Taiwan. Implementing a very promising new PC concept proves challenging to Mike Culver and his U.S. team, who are plagued by coordination problem with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult, with local managers wanting to make local adaptations. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, what changes does this failure suggest for his radical "fast food" business concept and his "client server" organization model? Teaching Purpose: To discuss the development and implementation of global strategy, to explore new models of global organization, and to examine the management of headquarter-subsidiary relations.

Avon Products (A)

HBS #301059 22p (B) case #301060

Global (Mexico/ New York, NY; beauty products; $5 billion revenues; 1992-98

The general manager of Avon Mexico, Fernando Lezama, must decide whether to promote a woman to the position of vice president of sales. If appointed, the candidate would be the first female in all of Latin America to hold an executive position and one of the first women in Mexico to attain this level of responsibility. Lezama's all-male executive team has doubts about the candidate's readiness, but Lezama is also cognizant of Avon's global vision, which calls for the advancement of women at all levels. Earlier in the year, the Avon Mexico

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organization had completed an exercise called "appreciative inquiry" aimed at enhancing gender relations in the workforce. Teaching Purpose: To examine the cultural aspects of managing in Mexico and to illustrate the use of "appreciative inquiry" as part of a cultural change process.

BRL Hardy: Globalizing an Australian Wine Company

HBS #300018 20p TN #300128

Australia/U.K., wine, 1992-1998

Focuses on two new product launch decisions facing Christopher Carson, managing director of BRL Hardy, Europe. Responsible for the European operations of a major Australian wine company, Carson has begun to globalize his strategy beyond selling the parent company's wines. After a difficult joint venture with a Chilean wine source, he is proposing to launch an Italian line of wines. His local team has also developed a new Australian brand that would compete directly with a parent company's global brand rollout. Focuses on global strategy choices being made through headquarter-subsidiary negotiations that define the roles of country managers and global product managers.

Euro Disney: The First 100 Days

HBS #693013 23p TN #693082

Paris, entertainment, 16,000 employees, 1992

The Walt Disney Co. theme parks historically have thrived on the basis of a formula stressing excellent customer service and a magnificent physical environment. The formula has proven successful in Japan as well as the United States. With the controversial opening of Euro Disney in France, however, there has become reason to doubt the international appeal of the formula. The case documents issues involved with Euro Disney. Examines the transferability of a successful service concept across international boundaries.

Chapter 5: Social Responsibility and Managerial Ethics

Corruption in International Business (A)

HBS #701128 10p

Explores various aspects of corruption in international business. The first section provides a broad discussion of the ethical, business, and legal aspects of corruption. The second section provides a series of "caselets" that are designed to promote discussion of how students would act in particular situations, as well as the potential costs and benefits of these actions.

Sustainable Development and Socially Responsible Investing: ABB in 2000

HBS #701082 37p

Switzerland, electrical equipment, 161,000 employees, 1998-2000

Several investment firms and mutual funds position themselves as providers or facilitators of opportunities for socially responsible investment. This case addresses the impact of these firms on publicly traded companies. Focuses on managers at ABB, a large multinational based in Switzerland that has tried to be a leader in integrating principles of

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sustainable development into its business strategies. ABB's managers now need to decide what sorts of relationships they would like to have with the firms in the socially responsible investment community, and the extent to which they ought to take the preferences of these firms into account in tailoring their business strategies.

Tim Hertach at GL Consulting (A)

HBS #800153 12p TN #801029

New Jersey, consulting, 1,000 employees, 1999

Ten years into his career after graduating from business school, Tim Hertach discovers billing irregularities at his consulting firm. He must decide whether (and how) to challenge senior management or to stay quiet and protect his career.

Becton Dickinson: Ethics and Business Practices (A)

HBS #399055 27p

U.S., Asia, Latin American, Middle East, medical and diagnostic services, 19,000 employees, 1997

Becton Dickinson's Global One-Company Operations Group must decide on the company's global policy on gifts, gratuities, and business entertainment. A key issue is whether the policy should be established centrally and made uniform worldwide or whether it should be decided locally, depending on local circumstances and practices. The case contains numerous examples of troubling situations drawn from different regions of the world, as well as background information on growing anticorruption efforts worldwide.

A Brush with AIDS (A)

HBS #394058 8p TN #394180

Health care products, 1989

A product manager at a health products company is responsible for marketing sharps containers, which hospitals use to store used needles in order to protect medical workers from being pricked with AIDS-contaminated needles. After hospitals report repeated instances of needles penetrating the container walls, she realizes the defective product poses a health hazard for medical workers. The product manager must decide whether or not to fix the containers when doing so would significantly decrease her profit performance for the year. The company mission statement stresses quality commitment to customers, but all compensation and advancement incentives are geared solely toward profit objectives. Gives students a chance to think about ethical dilemmas they are likely to face in the business world. Is a manager morally delegated to take active steps to protect the safety of his or her customer when neither the law nor the company is compelling him or her to do so?

Chapter 6: Decision Making

Alaska Airlines and Flight 261 (A)

HBS #801113 16p

Seattle, WA, airline, 14,000 employees, 2000

Weeks after the crash of Alaska Airlines Flight 261, 64 mechanics claim that they have been "pressured, threatened, and intimidated" into taking shortcuts. After briefly describing Alaska Airlines' history and

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CEO John Kelly, the case details how the airline responded to the crash and the resulting investigations. Also describes labor relations between management and its largest unions. At the end of the case CEO Kelly prepares for a news conference to respond to the mechanics’ allegations. The case addresses crisis management, corporate diplomacy, labor relations, public relations, and transportation safety.

Victory Supermarkets: Expansion Strategy?

HBS #599054 20p

Massachusetts, grocery, $250 million revenues, 1750 employees, 1998

Jay DiGeronimo, president of a 16-store supermarket chain, is trying to decide the timing and method for expanding his chain. The family-owned company could continue in a maintenance mode, with each family member running one store. It could expand slowly using a new Market Square concept. Or it could try to double its size in the next ten years. What are the costs and benefits of each approach? Should the company continue opening Market Squares, even though that format has higher opening and operating expenses than more conventional operations? Teaching Purpose: The financial data allow students to understand how supermarkets make money. The investment questions, from a financial as well as a merchandising point of view, create interesting tensions: Can a small operator compete against the national and international supermarket chains by offering higher-end differentiation?

Business Teams at Rubbermaid, Inc.

HBS #897165 26p

Wooster, OH, consumer products/plastics, 14,500 employees, 1996

Rubbermaid, a consumer products company widely praised for its innovation, has instituted a company-wide experiment to stimulate innovation even further. The experiment consists of creating small cross-functional business teams within each division, with each team being responsible for the creation, management, and profitability of a particular product line. The staffing, reporting structure, and management of the business teams vary across divisions, and clear differences emerge in the performance of four highlighted teams. The case explores the possibility of using cross-functional teams within established firms to simulate entrepreneurial ventures and accelerate innovation.

Corporate New Ventures at Procter & Gamble

HBS #897088 24p

Cincinnati, OH, consumer products, 103,000 employees, 1996

Consumer products giant Procter & Gamble is faced with an urgent need to revitalize new product innovation, given its recent focus on incremental product improvements and its aggressive growth goals. As part of this effort, the company's top executives form a small, autonomous, cross-functional Corporate New Ventures team led by a young former brand manager. The team invents a

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systematic approach to gathering information and producing creative ideas for radically new product categories. Illustrates approaches to creativity and innovation in a large, successful, well-established firm; analyzes the feasibility of systematic methods for creative thinking; considers the role of the work environment in fostering creativity; and examines the possibility of entrepreneurial activity within a large, well-established firm.

Chapter 7: Foundations of Planning

Strategic Planning at Sun Life

HBS #301084 21p

Toronto, Canada, financial services, 1,300 employees, 2000

Describes the firm's strategic planning activities and focuses on the challenge of developing processes that enable the firm to improve the core business as well as processes that foster the creation of promising new business opportunities. Teaches students about how to design different types of strategy formulation to accomplish different objectives.

Blinds To Go: Invading the Sunshine State

Ivey School, UWO #901D04 21p

Canada, window coverings, small, 2000

Blinds To Go (BTG), a Montreal headquartered producer of made-to-order window coverings, had made the decision to enter the Florida market by opening eight retail stores. As a result of this decision, the senior vice president of operations for BTG was faced with the dilemma of deciding if and when an assembly plant should be built to support these and future Florida retail stores. The most recent plant, built in Lakewood, NJ, had experienced operational problems during its start-up, resulting in the eventual replacement of most of the supervisory staff and a significant portion of the plant employees. This led to additional start-up costs and customer service problems. Faced with this expansion into Florida, the senior vice president set about devising an operating plan that would achieve the goals of the Florida expansion without the growing pains of past efforts. As the stores were to be opened in six months, a plan would have to be finalized soon.

Maureen Frye at Quaker Steel and Alloy Corp.

HBS #496024 12p

Pennsylvania, metals, large, 1995

Maureen Frye, assistant product manager at Quaker Steel and Alloy Corp., is asked to implement an action plan for changing the call pattern of the salesforce. Currently the salesforce is spending too much time on small accounts. Earlier Frye attempted to change their call patterns without success. Now with the express call mandate of top management she has to present a plan that will work.

Vina San Pedro Babson College #BAB017 26p

Chile, wine, $81 million revenues, 1999

Vina San Pedro (VSP) is the third largest vineyard in Chile and has recently expanded its capacity. The new president is considering how fast to push into both foreign and domestic markets, where efforts

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should be focused, and how to balance capacity within the context of uncertain, volatile markets and the vagaries of foreign exchange. Meanwhile he has to position growth in the context of new return-on-capital-employed objectives. Teaching Purpose: To understand the complexity of balancing production, marketing, and uncertainty within the context of international trade.

Software Associates

HBS #101038 5p

United States, software, $3 million revenues, 113 employees, 1990-99

The president of a small consulting firm has just seen his second-quarter profit and loss statement, showing an increase in revenues but a substantial decline in profits. He asks his chief financial officer to explain the results in a meeting the next day. The CFO works hard to accumulate information so she can explain the impact of the quantity of billed hours, billing rates, consultant expenses, operating expenses, and the shifting mix of business between the two principal product lines. The situation provides an excellent opportunity for students to learn the fundamentals of variance analysis and flexible budgeting in the context of a professional service firm, without the complications that arise in manufacturing firms of overhead absorption and fixed-cost volume variances. Teaching Purpose: Uses a professional service firm as the context for introducing students to variance analysis. This setting simplifies and focuses the analysis on the essential contribution and use of variance analysis.

Chapter 8: Strategic Management

Strategic Planning at Sun Life

HBS #301084 21p

Toronto, Canada; financial services; $1.3 billion revenues; 1300 employees; 2000

Describes the firm's strategic planning activities and focuses on the challenge of developing processes that enable the firm to improve the core business as well as processes that foster the creation of promising new business opportunities. Teaching Purpose: To teach students about how to design different types of strategy formulation to accomplish different objectives.

Newell Company: Corporate Strategy

HBS #799139 22p TN #702401

Illinois, consumer products, $3.3 billion revenues, 32,000 employees, 1998

In 1998, Newell Co., a manufacturer of low-tech, high-volume consumer goods, acquired Calphalon Corp., a high-end cookware company, and Rubbermaid, a $2 billion manufacturer of consumer and commercial plastic products. The case focuses on Newell's strategy and its elaboration throughout the organization, as well as the importance of selecting appropriate acquisitions to grow the company. Do Calphalon and Rubbermaid fit with the company's long-term strategy of growth through acquisition and superior service to volume

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customers? A rewritten version of an earlier case. Edmunds.com (A)

HBS #701025 23p

Santa Monica, CA, Internet, 1997-2000

Edmund's began in 1966 as a publisher of new and used vehicle guides and grew into one of the leading third-party automotive Web sites of today. This case explores how Edmunds.com gained a competitive edge using strategic partnerships and alliances, as well as careful product positioning and strategy implementation.

The Walt Disney Co.: The Entertainment King

HBS #701035 27p

United States, entertainment, $25.4 billion revenues, 110,000 employees, 1923-2000

The first ten pages of this case are comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner. The last five pages are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. Students are asked to think about the keys to Disney's mid-1980s turnaround, about the proper boundaries of the firm, and about what Disney's strategy should be beyond 2001.

Matching Dell HBS #799158 31p TN #700084

Global, personal computers, 1998

After years of success with its vaunted "Direct Model" for computer manufacturing, marketing, and distribution, Dell Computer Corp. faces efforts by competitors to match its strategy. This case describes the evolution of the personal computer industry, Dell's strategy, and efforts by Compaq, IBM, Hewlett-Packard, and Gateway 2000 to capture the benefits of Dell's approach. Students are called on to formulate strategic plans of action for Dell and its various rivals. Permits an especially detailed examination of imitation; illustrates how fit among activities and incompatibilities between competitive positions can pose particularly high barriers to imitation. Can also be employed to illustrate competitor analysis, the evolution of industry structure, and relative cost analysis.

Chapter 9: Planning Tools and Techniques

Merchandising at Nine West Retail Stores

HBS #698098 17p TN #601148

United States, footwear retailing, $1.8 billion revenues, 1998

Describes the merchandising decision process (organization, structure, and incentives) at Nine West retail stores, a large footwear retailer in the United States. Also describes changes currently occurring at Nine West and thus provides a context in which students can recommend changes to the merchandising process and the structure of the merchandising organization. Teaching Purpose: To explain how merchandising decisions are made at a fashion retailer and to explore how changes in the environment will impact the merchandising organization.

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CompUSA HBS #197101 24p

United States, computer retailing, $3.8 billion revenues, 1980-1996

CompUSA was performing poorly until new management reorganized and redirected the business. CompUSA became the #1 retailer in its industry. Management lays out its future plans. Teaching Purpose: Is CompUSA's new business strategy manageable? Is the old one sustainable? Evaluates financial performance.

Clarkson Lumber Co.

HBS #297028 6p TN #297076

United States, retail lumber, $3million revenues, 11 employees, 1991

The owner of a rapidly growing retail lumber company is considering the financial implications of continued rapid growth. The magnitude of the company's future financing requirements must be assessed in the context of the company's access to bank finance and/or equity finance. Teaching Purpose: Development of skills in financial analysis, financial forecasting, and financial planning. A rewritten version of an earlier case.

Case of the Colored Post-It Notes

HBS #897069 3p

Cambridge, MA; education

Shows an example of how policies about budgeting and resource decisions are commonly misallocated. Teaching Purpose: To discuss the common types of policies and control systems that are not set up efficiently.

Prestige Telephone Co.

HBS #197097 4p TN #197098

United States, telecommunications, 1997

An independent regulated telephone company has established a computer services subsidiary that seems to remain unprofitable. Managers must determine whether it is profitable or not and consider changes in pricing or promotion that might improve profitability. Teaching Purpose: To introduce concepts of relevant costs, contribution, and breakeven analysis. A rewritten version of an earlier case

Pioneer Hi-Bred International, Inc.: Supply Management

HBS #898238 15p (B) case #898239 TN #899208

Des Moines, IA; agribusiness; $1.7 billion revenues; 1997

Depicts the supply-management practices--including planning, production, and distribution--at Pioneer Hi-Bred International, the world's leader in the genetically engineered hybrid crop seed industry. Set in the context of a supply-management planning meeting, it reveals conflicting considerations in setting policies for production (what, how much, and where to plant) and distribution. These considerations include costs, customer service, the vicissitudes of farm production, market uncertainties, and corporate culture. Since the issues are viewed from three independent perspectives--planning, production, and distribution--the case lends itself to role playing. The principal focus for discussion is to determine what bears on the key issues--the size of the safety stock inventory and the level of overseas products--and to specify the information that would be needed to arrive at a decision. Also permits consideration of the forces that could change supply management at Pioneer in years to come. Teaching

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Purpose: 1) To consider the challenges in managing the production, inventory, and distribution functions in a large, complex agribusiness firm. 2) To demonstrate the role of inventory management in supply management, and its relationship with production, marketing, and customer service.

Chapter 10: Organizational Structure and Design

Novartis Pharma: The Business Unit Model

HBS #101030 20p

Switzerland, pharmaceuticals, $21 billion revenues, 70,000 employees, 2000

In June 2000, Novartis reorganized its pharmaceutical business to form global business units in oncology, transplantation, ophthalmology, and mature products. The remaining products (primary care products) were managed as before within global functions (R&D, marketing, etc.) The new organization created a matrix structure and new roles for heads of business functions, CEOs of new business units, and country managers. Teaching Purpose: To explore the reasons for Novartis's reorganizing into the new matrix structure, the tensions and challenges the new structure creates, and the culture and accountability needed to make the new structure work.

Polycom, Inc.: Visualizing Culture

HBS #601073 16p

United States, telecommunications, $500 million revenues, 2000

Polycom is a rapidly growing maker of video conferencing and teleconferencing equipment. Management is attempting to use "natural work groups" as an organizing mechanism, and to build into the culture implicit rules that will cause desired behaviors to be self-policing. Teaching Purpose: To explore organizational forms that might robustly handle continued growth.

Crunch HBS #899233 23p TN #800146

New York, NY; fitness; $20 million revenues; 1997-99

Entrepreneur Doug Levine runs a fitness company with an incredibly powerful brand. His company leverages the brand to expand, both in terms of facilities and lines of business. But he may need to make significant organizational changes in order to continue the growth. Teaching Purpose: To illustrate the steps necessary to transition from an entrepreneurial, small company to a professionally managed, medium-sized one.

SMA: Micro-Electronic Products Division

HBS #400034 19p

Switzerland, electronic manufacturing, 1200 employees, 1990

Describes a division of SMA with financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees lack a sense of direction and morale is low. The cause of these problems is found in a change in business environment followed by change in organization and management. Teaching Purpose: Can be used for analysis of organization-environment relationships and action planning for change and environment. A rewritten version of an

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earlier case. USA TODAY: Pursuing the Network Strategy (A)

HBS #402010 18p (B) case #402011

Virginia, newspaper, $700 million revenues, 3000 employees, 2000

Describes the evolution of USA TODAY Online, the electronic version of the newspaper, within the organizational structure of the newspaper. Describes the tensions and issues that develop and the pressure from the Online division to be spun off. At the same time, CEO Tom Curley sees a greater strategic need for integration. Poses the question of what degree/type of strategic integration is required, what degree of organizational integration this implies, and how it can be achieved. Teaching Purpose: Exposes students to difficult issues surrounding integration when two organizational units are so different and explores the ambidextrous organization.

Chapter 11: Managerial Communication and Information Technology

Jack Welch: General Electric’s Revolutionary

HBS #394065 22p TN #395232

United States, conglomerate

Describes the work of Jack Welch as CEO of General Electric from 1981 to 1992, focusing particularly on his transformation of the company's portfolio through extensive dispositions and acquisitions and the company's culture through a mandated process called "work out."

Jack Thomas HBS #494062 13p

New York, publishing, 1990

This redisguised version of an earlier case, Tom Levick, provides an updated setting but does not change the teaching objectives. Chronicles the first six weeks of experience on the job for a recent business school graduate. Emphasis is on managing upwards--particularly with respect to errors discovered by the protaganist for which his boss was responsible.

Jensen Shoes: Lyndon Twitchell"s Story

HBS #395121 8p TN #396017

United States, shoes, $65 million revenues, 4500 employees, 1994

Details the experiences of Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children's footwear. They are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Teaching Purpose: Raises how stereotypes and self-fulfilling prophesies influence performance feedback. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jensen Shoes: Jane Kravitz's Story.

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Jensen Shoes: Jane Kravitz's Story

HBS #395120 7p TN #396017

United States, shoes, $65 million revenues, 4500 employees, 1994

Details the experiences of Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children's footwear. They are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Teaching Purpose: Raises how stereotypes and self-fulfilling prophesies influence performance feedback. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jenson Shoes: Lyndon Twitchell's Story.

Chapter 12: Human Resource Management

Wolfgang Keller at Konigsbrau-Hellas A.E. (A)

HBS #498045 18p TN #400069

Europe, brewery Raises issues concerning performance evaluation, performance appraisal, managing ineffective performance, and conflicts in management style.

The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley

HBS #498053 16p TN #400078

New York, NY, investment banking, 2,000 employees, 1993-1995

Describes Morgan Stanley's firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits.

Southwest Airlines: Using Human Resources for Competitive Advantage (A)

Stanford #HR1A 24p TN #HR1T

United States, airlines, 12,000 employees, 1994

In 1994 both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 until 1993 Southwest had increased its market share of the critical West Coast market from 26% to 45%. This case considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can successfully imitate the Southwest approach.

Human Resources at Hewlett-Packard (A)

HBS #495051 27p (B) case #495052 TN#497022

California, high tech, $25 billion revenues, 90,000 employees, 1979-92

Provides an overview of the human resource policies and practices applied by Hewlett-Packard (HP). Discusses HP's reactions as an organization to changes in its business environment. As such, it is an opportunity to analyze HP's practices, and how they have been affected through the years in all four policy areas: stakeholder influence, flows, rewards, and work systems.

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The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry

Stanford #HR6 17p

North Carolina, software, $750 million revenues, 1997

The SAS Institute is a large, growing software company headquartered in the Research Triangle in North Carolina. Founded more than 25 years ago, it has evolved a unique approach, given its industry, to developing and retaining talent including using no stock options or phantom stock and not paying its salespeople on commission. The CEO and Vice President of Human Resources must decide how well their current management practices will continue to serve them as the company gains greater visibility and faces an increasingly competitive labor market.

Chapter 13: Managing Change and Innovation

Corning--1983-96: Transition at the Top

HBS #401034 30p Follow-up case #401035

Corning, NY; $5 billion revenues; 20,000 employees; 1983-96

Focuses on Jamie Houghton's efforts to revitalize Corning from 1983-96, including the development of a very strong set of values and culture. The issue centers around Roger Ackerman's rise to president then chairman/CEO, and his drive to both change the business strategically/financially and develop a new culture to support this change. Teaching Purpose: Demonstrates importance of fit among senior team, culture, strategy, and organization, and how change in one requires change in others. Gets students to think through details of implementing culture change.

Andy Chew at Siemens Nixdorf: Change from the Middle

HBS #396204 12p

Germany, computers, 1995

Andy Chew, a British manager reassigned to Germany by a large German computer company, is in the middle of carrying out a project as a designated "change agent" in a program to reshape the culture toward one that is more entrepreneurial for success as a nimble global competitor. He is still uncertain of his support.

What's the BIG Idea?

HBS #602105 22p

Manchester, NH; kids/toys; $200,000 revenues; 10 employees; 2001

CEO Michael Collins must decide if and how a process he developed to further innovation in the kids' industry could port over to other industries. The process was based on Collins' experiences as an inventor and as a venture capitalist, and it allowed his company to be an intermediary between inventors and innovation-seeking companies. The process seemed to be working quite well in the kids' industry and Collins had to decide what would "travel" to a different vertical. Teaching Purpose: Demonstrates how innovation that might not happen internal to a company can happen once it is removed from a company's processes. Also raises questions as to whether you can develop a process to identify good invention ideas or whether it is an "art."

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Napster and MP3: Redefining the Music Industry

Ivey/UWO #901M02 22p TN #801M02

Global, internet/music, 2000

The music industry has changed dramatically as a result of technological and business innovations that have transformed how music is acquired, and how value is created and distributed. Napster, Inc. operated one of several Web sites that allowed Internet users free access to MP3 music files--which eventually led to lawsuits around issues of the protection of intellectual capital. These issues lead to the examination of the forces at play in the transformation of the music industry, the strategic alternatives for players in the industry and the legal context underpinning the strategic alternatives, with a particular focus on the protection of intellectual capital.

Chapter 14: Foundations of Behavior

Merck Latin America (A)

HBS # 401029 12p

Latin America, pharmaceuticals, $33 billion revenues, 1999

Introduces Grey Warner, the vice president of Merck's Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck's ethics and values, its Latin American organization, the change methodologies used, and the political and economic conditions in the region. The change methodologies included Myers Briggs personality type assessment, 360 degree feedback management evaluations, a new strategic planning process, and especially, organizational fitness profiling to discover and overcome barriers to achieving the strategic vision. Teaching Purpose: Allows students to examine the management of foreign operations--especially the management of change and the cultural implications thereof.

Trisha Wilson of Wilson & Associates

HBS #800001 24p

Dallas, TX; hospitality design; $21 million revenues; 120 employees; 1975-1999

Texan entrepreneur Trisha Wilson has founded an interior design firm and watched it grow into one of the most successful firms in the hospitality design services industry. After 20 years of building a company that is truly a reflection of her own personality, Wilson grapples with changes in the firm's work environment during growth, and what will happen to the firm when it comes time for her to retire. Does she have the proper systems in place to ensure that the "Wilson way" of doing business can be replicated and scaled? Teaching Purpose: Examines how a company can be a reflection of the founder's personality, style, and individual creativity. Students will consider the work environment Wilson has developed with her team of principals, and which

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elements--if any--can be scaled up as she moves the firm beyond Dallas and takes on larger, more demanding projects. Students will analyze how the work gets done and contemplate how it might be accomplished without the presence of Wilson herself. In so doing, they will determine if there is a process for institutionalizing creativity.

Kronos (A) HBS #393050 25p (B) case # 393075

Massachusetts, computerized time recording, $33 million revenues, 1977-90

Describes Mark Ain's founding and management of Kronos, which has grown to a $33 million dollar company in 13 years. Focuses on the issue of what Mark's role in the company should be. Presents data from a personality assessment of Mark and his senior management team as input to this decision. Teaching Purpose: To introduce the idea of personality and management style as key dimensions that influence a manager's behavior and skills.

Mark Twain Bancshares, Inc.

HBS #385178 18p

St. Louis, MO; banking; $750 million assets; 1984

Describes the history, management, and organization of an extremely successful bank holding company. The company has had a very charismatic chairman, has made MBAs bank presidents at very early ages, and has a long record of innovation. Now deregulation and a coming change of leadership may threaten the "system" that has made the bank so successful. The teaching objectives are to display the advantages and drawbacks of management based on a strong personality and strong values in the face of major market changes

Chapter 15: Understanding Groups and Teams

The Overhead Reduction Task Force

HBS #400026 7p TN #400-027 Video #400502

United States, household appliances, mid-size, 1977-99

A middle manager is about to meet with his boss to discuss her request that he head up a task force to determine how overhead can be reduced by 20%. He must decide what to address in that meeting and how the task force should be launched and led. The focus is on team leadership at four stages in a team's life cycle: 1) preparation, 2) initial meeting, 3) mid-course consultation, and 4) post-performance debriefing. Teaching Purpose: To learn about the effective leadership of work groups and teams. A rewritten version of an earlier case.

The Chattanooga Ice Cream Division

HBS #498001 11p

United States, food products, 750 employees, 1996

Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas, but also managing conflict and determining whether his consensus-oriented style is appropriate to the needs of the situation.

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Buck & Pulleyn's Team Management

HBS #497007 9p

Rochester, NY; advertising; $26 million revenues; 70 employees; 1996

In 1993, the firm began to move from a traditional hierarchical structure to client-focused teams. The case describes the process and some consequences of this restructuring. Performance seems to be improving, but some employees preferred the structure certainty and client variety of the old days. How does management deal with these issues? Teaching Purpose: Team management has become very popular, but transitions from traditional structures to teams are not easy. The discussion will center on how to deal with these issues.

Business Teams at Rubbermaid, Inc.

HBS #897165 26p

Wooster, OH, consumer products/plastics, 14,500 employees, 1996

Rubbermaid, a consumer products company widely praised for its innovation, has instituted a company-wide experiment to stimulate innovation even further. The experiment consists of creating small cross-functional business teams within each division, with each team being responsible for the creation, management, and profitability of a particular product line. The staffing, reporting structure, and management of the business teams vary across divisions, and clear differences emerge in the performance of four highlighted teams. The case explores the possibility of using cross-functional teams within established firms to simulate entrepreneurial ventures and accelerate innovation.

Rudi Gassner and the Executive Committee of BMG International (A)

HBS #494055 21p TN #494122

Global, entertainment, 1993

Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the music subsidiary of Bertelsmann, the second-largest media conglomerate in the world. Describes a 1993 decision that Gassner and the executive committee must make about whether to change managers' business plans and bonus targets as a result of a newly negotiated reduced manufacturing cost. Allows for discussion of a number of timely and important issues: (1) the complexities of managing and growing a large global business; (2) the tensions between centralized corporate control and decentralized local management in a global organization; (3) the impact of leadership style on corporate culture and performance; (4) the challenges of leading a senior mangement team; and (5) the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee.

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Chapter 16: Motivating Employees

Microsoft’s Vega Project: Developing People and Products

HBS #300004 19p

Redmond, WA, computer software, 31,000 employees, 1975-1998

Describes Microsoft's human resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. Describes employee development, motivation, and retention efforts in one of Microsoft's product groups. Focuses on Matt MacLellan, a 26-year-old, 5-year Microsoft veteran, particularly on his careful development as a project manager under Jim Kaplan, his boss and mentor. Dissatisfied with his project management role, MacLellan decides to become a developer despite the fact that he had never written code professionally. Kaplan is faced with a difficult decision of whether to support his protege's radical career shift, and how to do it not only to MacLellan's satisfaction but also in the organization's best interest. Illustrates the role of senior management as developer and coach of scarce human assets and the role of human resource policy in supporting an organization's development of competitive advantage.

Mary Kay Cosmetics, Inc.: Sales Force Incentives (A)

HBS #190103 16p (B) case #190122 TN #191198

Dallas, TX; cosmetics; $400 million revenues; 1989

Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm's only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.

Nordstrom: Dissension in the Ranks? (A)

HBS #191002 24p (B) case #192027 TN #692085

United States; retailing; 1989

In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. The case describes the "sales-per-hour" monitoring and compensation system which many believed to be instrumental in Nordstrom's phenomenal success. Illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences.

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Visionary Design Systems: Are Incentives Enough?

HBS #495011 20p TN #495050

Silicon Valley, CA, 1994

A compensation case about a small, high-tech firm based in Silicon Valley. Visionary Design Systems (VDS) began as a sales company and grew rapidly into a full-service systems integrator. All employees, including engineers, administrators, and receptionists, received a significant portion of their income from commissions and bonuses, and all were shareholders. The company espoused a philosophy of empowerment, under which all employees were given substantial decision-making authority, and were expected to act in the interests of the firm. Examines one group that, although it had both the authority and the incentives to exploit a new market opportunity, continued to wait for top management's instructions and approval before making decisions or taking action. Explores the costs and benefits of decentralized decision rights and the creative use of incentives. Also illustrates the potential problems with compensation systems that assume that well-informed employees faced with the right incentives will make the right decisions.

Chapter 17: Leadership

Meg Whitman at eBay, Inc. (A)

HBS #401024 32p

San Jose, CA, Internet, 1999

Meg Whitman takes over as CEO of eBay from the founder. She must figure out how to lead the company through a stage of phenomenal growth without compromising eBay's unique external customer culture and internal culture--its key success factors.

Jack Welch: General Electric’s Revolutionary

HBS #394065 22p TN #395232

United States, conglomerate

Describes the work of Jack Welch as CEO of General Electric from 1981 to 1992, focusing particularly on his transformation of the company's portfolio through extensive dispositions and acquisitions and the company's culture through a mandated process called "work out."

Chrysler: Iacocca's Legacy

HBS #493017 19p TN #496059

United States, automobiles, 140,000 employees, 1978-92

Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change.

Bill Gates and the Management of Microsoft

HBS #392019 19p

United States, computer software, $1.8 billion revenues, 1991

In July 1991, Microsoft has achieved record growth and profitability in the PC software industry. The case focuses on Microsoft's founder and CEO, Bill Gates, and his top management team, as they seek to retain the innovation and spirit of a small company in a rapidly growing and changing environment. Specific issues include the management of organizational complexity, cultural change, CEO and COO interaction, compensation, and leadership.

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Mary Kay Cosmetics, Inc.: Sales Force Incentives (A)

HBS #190103 16p (B) case #190122 TN #191198

Dallas, TX; cosmetics; $400 million revenues; 1989

Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm's only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.

Albert Dunlap and Corporate Transformation (A)

Babson College #BAB032 17p (B) case #BAB033 TN #BAB532

United States; paper products, home appliances; 1994-2000

After restructuring Scott Paper with a 34% reduction in head count and successfully selling the company to Kimberly Clark, Al Dunlap is hired as CEO by Sunbeam. This case describes the management principles of this corporate turnaround expert and his actions at Sunbeam.

Chapter 18: Foundations of Control

Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard

HBS #101102 23p

United , telecommunications, $60 billion revenues, 1996-2000

In early 2000, Verizon Communications implemented a Human Resources Balanced Scorecard to evaluate the effectiveness of and payoffs from human resource management. This case describes the benefits of the scorecard and the challenges of measurement and implementation. Teaching Purpose: To help students understand: 1) how to implement a Balanced Scorecard, 2) how to measure and improve the effectiveness of support functions, and 3) how to link nonfinancial measures to financial measures of support functions when financial benefits are difficult to quantify.

Bausch & Lomb, Inc.: Pressure to Perform

HBS #198009 20p

United States, optics, 1995

Bausch & Lomb is the subject of press attacks and experiences a sharp fall in stock price when management practices are exposed. Aggressive goal setting, supported by financial market expectations, is discussed as a precursor to a series of events that results in misstated financial results and angry customers. A defiant CEO stands his ground as shareholders demand his resignation. Industry and competitive data allow students to calibrate performance pressures.

The Classic Pen Co.: Developing an ABC Model

HBS #198117 4p TN # 199029

Unspecified A simple numerical exercise, based on the Cooper/Kaplan pen factory example, to illustrate the rationale for activity-based costing (ABC). Classic Pen has diversified from its core blue and black pen

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business by introducing new specialized colors. But costs have risen and margins on blue and black pens are decreasing. The controller turns to ABC for an explanation. Teaching Purpose: Illustrates application of ABC.

Chapter 19: Operations and Value Chain Management

Eli Lilly and Co.: The Flexible Facility Decision--1993

HBS #694074 19p TN #696041

Indianapolis, IN; pharmaceuticals; $6.2 billion revenues, ; 1993

In 1993, Eli Lilly is preparing to build manufacturing capacity for three new pharmaceutical products that it expects to launch in 1996. Management wrestles with a decision of whether to add specialized manufacturing capacity or flexible capacity. This question touches off a broad debate within the company about which strategy to follow for future facilities decisions. This case presents two alternatives (flexible and specialized plants) and describes the benefits and costs associated with each. Teaching Purpose: Requires students to analyze the tradeoffs between the alternatives and consider if and how each would help Lilly accomplish its strategic goals. Students should consider the net present value of the alternative investments, as well as explore the value of flexibility in manufacturing and capital investment decisions.

Mattson Foods, Inc.: The Bardolini Division (Revised)

HBS #695058 14p

United States, food processing, $30 million revenues, 1988

The Bardolini Division of Mattson Foods, with plants in the northeast and midwest, wants to open up the western market for its pizza. Management must decide whether to build a new plant on the West Coast, and what type of technology to put in the plant if they decide to build it. The case addresses the issue of building a plant for marketing purposes and raises a number of logistical issues, including transportation and warehouse economics. A rewritten version of an earlier case.

GE: We Bring Good Things to Life (A)

HBS #988162 23p (B) case #899163 TN #899222

Global, diversified, $80 billion revenues, 222,000 employees, 1995

Jack Welch and the Corporate Executive Council of GE are faced with a decision about whether and how to implement a six sigma quality improvement effort in the context of many other initiatives already undertaken at GE in recent years. Teaching Purpose: To illustrate the complexity of managing change and the momentum that related and integrated initiatives can provide.

Daewoo Shipbuilding and Heavy Machinery

HBS #695001 18p TN #696053

Korea, shipbuilding, 1994

Daewoo Shipbuilding and Heavy Machinery rescued its plant from the labor riots of 1987 to make it, by 1994, to be the fastest improving shipyard in the world. With its competition in Korea making huge investments in additional capacity in anticipation of the end of the recession, Daewoo instead has to

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decide if its strategy of continuous investment can provide the needed capacity. Teaching Purpose: Addresses manufacturing improvement strategies and plant management. In addition, it looks at the interaction between "step-change" improvement and continuous improvement.

EG&G Rotron Division

HBS #695037 17p TN #697100

New York, motors and electronics, $20 million revenues, 200 employees, 1995

Rotron has recently entered the commercial motor market, after many years of servicing government military contracts. Faced with fierce commercial competition, Rotron has attacked its costs, and reduced its delivery times and its plants. A new crisis, however, is causing it to rethink its just-in-time production system and the plant manager must decide whether to re-introduce inventory for key production. Teaching Purpose: Addresses issues related to just-in-time production and strategic flexibility.

Johnson Controls, Automotive Systems Group: The Georgetown, Kentucky Plant

HBS # 693086 23p TN #693102

Georgetown, KY; automotive; $5 billion revenues; 40,000 employees; 1993

Prior to the 1980s, auto makers purchased individual seat components and built the seats alongside their auto assembly lines. This case describes how Johnson Controls, Automotive Systems Group blossomed when auto makers turned to outsourcing the complete seat set. Closely examines one plant, in Georgetown, Kentucky, that switched from just-in-time (JIT) delivery of seat sets to JIT assembly to serve a nearby Toyota Camry assembly operation. Exposes the challenge of dealing with growing seat variation and an opportunity of doubling the plant floor space at a separate site. The specific case question is how the plant should use this new space. Teaching Purpose: Students who have been only exposed to the concept of JIT production will grasp not only how JIT is actually practiced but what it really entails.

Chapter 20: Controlling for Organizational Performance

GE: We Bring Good Things to Life (A)

HBS #899162 23p TN #899222

Global, diversified, 222,000 employees, 1995

Jack Welch and the Corporate Executive Council of GE are faced with a decision about whether and how to implement a six sigma quality improvement effort in the context of many other initiatives already undertaken at GE in recent years. Illustrates the complexity of managing change and the momentum that related and integrated initiatives can provide.

Codman & Shurtleff, Inc.: Planning and Control System

HBS #187081 17p TN #188029

Massachusetts, New Jersey, health care, 75,000 employees, 1986

Detailed description of the planning and control systems in use at Johnson & Johnson. Focuses on the actions of managers in one subsidiary in revising budget targets. Illustrates intensive strategic planning and financial planning process in a large,

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decentralized company. Includes interviews with the president and senior executives concerning benefits of the system. Raises issue of the role of formal control systems in decentralized organizations.

The Classic Pen Co.: Developing an ABC Model

HBS #198117 4p TN # 199029

Unspecified A simple numerical exercise, based on the Cooper/Kaplan pen factory example, to illustrate the rationale for activity-based costing (ABC). Classic Pen has diversified from its core blue and black pen business by introducing new specialized colors. But costs have risen and margins on blue and black pens are decreasing. The controller turns to ABC for an explanation. Teaching Purpose: Illustrates application of ABC.

Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard

HBS #101102 23p

United , telecommunications, $60 billion revenues, 1996-2000

In early 2000, Verizon Communications implemented a Human Resources Balanced Scorecard to evaluate the effectiveness of and payoffs from human resource management. This case describes the benefits of the scorecard and the challenges of measurement and implementation. Teaching Purpose: To help students understand: 1) how to implement a Balanced Scorecard, 2) how to measure and improve the effectiveness of support functions, and 3) how to link nonfinancial measures to financial measures of support functions when financial benefits are difficult to quantify.

Wolfgang Keller at Konigsbrau-Hellas A.E. (A)

HBS #498045 18p TN #400069

Europe, brewery Raises issues concerning performance evaluation, performance appraisal, managing ineffective performance, and conflicts in management style.

The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley

HBS #498053 16p TN #400078

New York, NY, investment banking, 2,000 employees, 1993-1995

Describes Morgan Stanley's firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits.

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